Business Plan Guidelines

Transcription

1 Primary Information: Section A Business Plan Guidelines 1.0 Introduction 1.1 What is a Business Plan? 1.2 Developing the Business Plan 2.0 Business Profile 2.1 Administrative and Ownership Details 2.2 Outcome of Business Activity 2.3 Mission Statement 3.0 Market Focus and Performance 3.1 Target Markets 3.2 Performance 4.0 Strategic Planning 4.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis 4.2 Goal Setting 5.0 Human Resources Management 6.0 Operational Procedures 7.0 Environmental Management Considerations 7.1 Adopting Environmental Practices 7.2 Environmental Support Programs 7.3 Crisis Management and Business Continuity 8.0 Actions Plan and Associated Costs 8.1 Program of Actions 8.2 Operational Budget 9.0 Appendices of the Plan 9.1 Regulatory Compliance Issues 10.0 Communicating the Plan

2 Primary Information: Section A Primary Information: Section A Dining Angsana - Palm Cove 1.0 INTRODUCTION Business Plan at a Glance Planning the direction of a Visitor Information Centre (VIC), and refreshing this direction each year, is the key to success. Research demonstrates that businesses with formal plans in place are more likely to be successful, irrespective of size and type. Planning provides a clear focus and helps identify and solve problems before they arise. ITEM Executive Summary Business Profile Administrative, ownership details Outcome of business activity Mission (vision) statement Market Focus and Performance Target markets Market research Marketing partners Market performance Strategic Planning SWOT analysis Goals/Objectives Strategic action plan Human Resources Management Policies and procedures that influence employee behaviour Training and induction program Operational Procedures Manual A separate document which outlines the day to day procedures for the VIC Sustainable and Environmental Considerations Environmental practices and goals Risk management strategies Action Plan and Budgets List of planned actions and strategies Budget for each action or strategy Communicating the plan Include a yearly review of the Business Plan 1.1 What is a Business Plan? The Business Plan does not need to be complex, but should include basic financial and operational aspects of the VIC. A well-prepared Business Plan will enable key organisations (including Local Government Authorities (LGAs), Regional Tourism Organisations (RTOs), Tourism and Events Queensland (TEQ) and local business groups) to more effectively understand the vision, operational aspects and future direction of the VIC. The Business Plan will also be a helpful supporting document if the VIC seeks funding. 1.2 Developing the Business Plan It s useful to involve as many staff as possible in developing the plan as it provides an opportunity to discuss roles and responsibilities in the organisation and set directions. It will also assist in creating a sense of common ownership of the Plan. It is a requirement of the Queensland VIC Signage Policy (essential criteria 1.2 Business & Management) that the VIC Business Plan includes the contents within sections 2.0 to 10.0 of this Resource Kit. It is not imperative to include all components within each section; each VIC can determine what it will include in each section as relevant. DESCRIPTION Appendices 2

3 2.0 BUSINESS PROFILE The first section of the Business Plan clarifies the role, function and vision of the VIC. It should be concise and between half and one page in length. 2.1 Administrative and Ownership Details This section can outline: Who owns and operates the VIC How the administrative structure is set up Who are the main stakeholders, for example, Local Government, RTO, LTO To whom the VIC is accountable Why the VIC exists (what is the perceived need for the VIC in the geographic location it sits in) 2.2 Outcome of Business Activity This is a relatively brief sub-section that provides an outline of the VIC s core functions. It is important to consider customer needs and how to fulfil these needs. Some suggested core functions: To provide friendly, helpful, professional and unbiased visitor information services To provide an effective and efficient distribution outlet for tourism product To provide comprehensive and accurate information on the local area, local region and neighbouring regions To encourage extended length of stays and increased visitor expenditure in the region 2.3 Mission Statement 3.2 Performance This section should include the recent achievements and current performance of the VIC. This information is essential in helping determine future actions to improve performance. It also provides a benchmark against which future performance can be measured. Recent achievements and current performance can be assessed by analysing past and current visitor statistics and activities conducted over the previous 12 to 18 months. It is useful to put the performance in the context of the big picture by also including a brief summary of overall visitor activity in the region and likely future growth markets. This information is available from your RTO or at teq.queensland. com/research Some examples of recent achievements could be where the VIC: Conducted a marketing campaign to increase awareness amongst the business community of the services it provides to locals and visitors Was recognised in the local media for winning a Regional Tourism Award for best managed VIC Had been remodelled to include additional seating areas for visitors, parking areas for RVs or having Wi-Fi installed Conducted research at the local caravan park to identify what services travellers expect from a VIC Ideally each VIC should have a Marketing Action Plan. It is a highly recommended criterion (VIC Signage Policy highly recommended criterion 1.7 Business & Management) and whilst not essential it allows the VIC to better plan its future and achieve its objectives. For more details on ways to market your VIC and prepare a Marketing Action Plan refer to Section B: Marketing and Public Relations. The Mission Statement is a short statement, of no more than 15 words, which answers the question, What do we want to achieve? Use the mission statement to communicate the purpose of the operation and to guide the VIC s activities. For example: To help visitors enjoy every experience in our region and leave wanting to return. 3.0 MARKET FOCUS AND PERFORMANCE 3.1 Target Markets The purpose of this section is to outline the VIC s target markets. This should not be limited to visitor markets but also local businesses, residents, and schools everyone the VIC wants to attract and service. If possible, prioritise the markets according to their level of importance. If available, include in this section any planned market research which will assist the VIC management to better understand the target markets. 3

4 4.0 STRATEGIC PLANNING This component helps to determine the VIC s direction and sets the stage for the development of future actions and the associated budget for the next year. 4.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis A SWOT analysis provides a helpful understanding of the external and internal work environments in which a VIC operates. It enables the VIC Manager and staff to set realistic targets in the context of the circumstances under which the VIC must operate. Strengths and Weaknesses are internal characteristics of the VIC (such as resources, skills, equipment, knowledge and staff), whereas Opportunities and Threats are external to the VIC (such as economic, political, technological and social trends, and competitors). The SWOT analysis should highlight six to twelve key issues or opportunities that will have a significant impact on the VIC s future performance. Example SWOT Analysis STRENGTHS WEAKNESSES 4.2 Goal Setting Following the SWOT analysis, determine organisational goals or objectives for the VIC which will: Capitalise on its strengths Minimise areas of weakness Pursue opportunities, and Reduce the impact of potential threats It is recommended that these goals and objectives be: S specific (clearly defines the outcome you want to reach) M measurable (you can measure if the goal has been achieved or not) A achievable within available resources R relevant to your situation T time framed (based on a set time frame and budget) The organisation and/or individual stakeholders responsible for achieving each goal should also be specified. Note these strategic goals will form the VIC Marketing Action Plan (VIC Signage Policy highly recommended criterion 1.7 Business & Management). only accredited information centre in town a dedicated team of volunteers ideal location with plenty of passing traffic have an excellent brochure display has free WI-FI available to all visitors has a café within the building which provides freshly ground coffee develop local 1, 2 and 3 day itineraries coordinate training workshops for all VICs in the region marketing of the trademarked sign introduction of online booking system lack of volunteers to cover every shift lack of funding to do more familiarisation trips to neighbouring regions inexperience of new counter / reception staff surrounded by nonaccredited Information Centres (Tour Desks) no parking for oversized vehicles funding cuts by local government or RTO proposed town bypass highway 5.0 HUMAN RESOURCE MANAGEMENT This section helps ensure the VIC has a team who have the appropriate knowledge, skills, experience and qualifications to contribute to the achievement of the VIC s goals. Suggested details to include in this section of the plan are: How the VIC is structured (for example, an organisational chart) Position descriptions for each role in the VIC (for example, Manager/Coordinator, Shift Supervisor, Visitor Information Officer) The VIC s staff recruitment policy The VIC s staff roster system The VIC s staff training program including: staff induction assessment of skill deficit customer service training workplace health and safety policies and training professional development maintenance of the VIC s personnel records (such as where they are stored, who can access them, how often they are updated etc.) These details should be addressed for both the VIC s paid employees and volunteer staff. Refer to Section D: Staff Induction, Training and Professional Development of this Resource Kit for further information. 4

5 6.0 OPERATIONAL PROCEDURES It is an essential criterion for VIC accreditation that a separate Operations Manual is prepared (VIC Signage Policy essential criterion 1.3 Business & Management) outlining the processes to follow in the VIC s day-to-day operations. See Section C: Operations Manual Guidelines of this Resource Kit for further information. 7.0 ENVIRONMENTAL MANAGEMENT CONSIDERATIONS 7.1 Adopting Environmental Practices The tourism industry is committed to environmental best practice. There is an industry-wide expectation that tourism businesses, including VICs will take measures to prevent unnecessary environmental degradation and improve their sustainability. Successful accreditation requires a VIC to Complete and document environmental policies and procedures concerning (primarily) recycling, energy saving and water consumption (VIC Signage Policy essential criterion 1.6 Business & Management). If the VIC intends to implement any other environmental practices, include these in this section of the Business Plan. 7.2 Environmental Support Programs It is advisable to be aware of environmental programs and codes of sustainable practice that may be relevant to not only the VIC but to tourism products promoted by the VIC. For example, the ECO Certification Program is a global certification program that assures travellers that certified products are backed by a strong, well-managed commitment to sustainable practices and provides high quality nature-based tourism experiences. 7.3 Crisis Management and Business Continuity A case study of the Mission Beach VIC completed post Cyclone Yasi highlights valuable lessons learned by the VIC. It is available to read on the VIC Portal section of the Tourism and Events Queensland website: teq. queensland.com/vic-portal What to do to PREPARE: Identify the actions to minimise the VIC s exposure to risk, prepare your response to a crisis and plan your recovery postcrisis, including: Prepare a Go Pack including all important documents, phone numbers, insurance papers Consider what alternative premises might be available should the VIC burn/flood/be blown away Ensure you have an up-to-date contact list. This should be available in the VIC (laminated and prominent by the telephone) but should also be carried by staff and senior volunteers How the VIC will RESPOND: Identify what should be done in the first 24 hours following a crisis and in the short to medium term, including: Managing VIC communications Being ready to leave the centre Ensuring the wellbeing of staff and contractors Protecting essential information What the VIC will do to RECOVER: Identify the actions required to get back to business, including working with stakeholders to provide support where needed. Involve the VIC staff and volunteers in your crisis management planning and ensure they are clear about their roles and responsibilities in the event of a crisis. Tourism and Events Queensland has information on Industry Resilience, including how to access recovery assistance. Refer to teq.queensland.com/industry-resources/industry-resilience It is recommended that all VICs have a business continuity plan (or crisis management plan) outlining actions and responsibilities in the event of a crisis. Work with your RTO and LGA to ensure your plan is aligned with theirs. There are seven stages identified for surviving and thriving during a crisis: Stage 1: Plan your response Stage 2: Manage your communications Stage 3: Be ready to go Stage 4: Look after your staff and contractors Stage 5: Protect your essential information Stage 6: Have your insurance paperwork in order and accessible Stage 7: Access any support available 5

6 Primary Information: Section A 8.0 ACTION PLAN AND ASSOCIATED COSTS 8.1. Action Plan List the actions that your VIC intends to pursue over the next 12 months in order to meet its goals. Allocate the cost involved for each action item and the timeframe for when the action is to be completed. Example Program of Actions (aka Action Plan) for operations is provided in Section A: Templates of this Resource Kit Operational Budget Identify all of the costs associated with achieving these actions and document these in the one spreadsheet to show the operational budget requirements. 9.0 APPENDICES OF THE PLAN 9.1 Regulatory Compliance Issues Every business must comply with a range of regulatory standards required by Local, State and Federal Governments and industry bodies. VICs should have an understanding of, and be able to demonstrate, compliance issues which are relevant to their business. Accompanying the Business Plan should be a table including the following regulatory compliance details where applicable to your VIC: Business Name Registration Compliance with all relevant licences and permits Certificate of Incorporation Australian Company and /or Business Number Insurance - Public Liability (minimum of $10 million), Professional Indemnity, Workers Compensation Compliance with relevant legislation, codes of conduct/ethics Compliance with all staffing and employment regulations Compliance with all taxation requirements Refer to Section I: Regulatory Compliance and Section K: Insurance of this Resource Kit for further information on these requirements COMMUNICATING THE PLAN To maximise buy-in to the Business Plan, it is recommended you seek the input of all relevant internal and external stakeholders including paid and volunteer staff, LGAs, RTOs, LTOs and tourism operators when it is in draft format and then again upon its completion. It is also recommended that VICs prepare an Annual Report for each financial year of operation. The Annual Report can be used to provide existing and potential stakeholders with an overview of the operations of the VIC for the previous financial year, including the success of the VIC in achieving its stated objectives and actions. Tropical North Queensland 6

7 Program of Actions Program of Actions for <insert VIC name> Visitor Information Centre Note: The items listed are examples, replace these with actions relevant to your VIC Program of Actions Resources Required Cost Who's Responsible Specific Outcome Example: Purchase & install of brochure racks beneath the notice board, outside the building Monthly Events Calendar Weekly Media Release Promotion of the trademarked i sign Place ad in RTO travel planner VIC Marketing & Public Relations the racks, metal strips, mounting brackets $250 VIC Manager, Brochure Team Leader sufficient brochure racks to display popular information guides for travellers passing through after hours. VIC Maintenance & Development Installation of new brochure rack for regional brochures Development, purchase & install of an Events Notice and Afterhours Notice Display Board Staff Training & Development Professional Development Initiatives for VIC Manager and key staff Development of structured staff induction program Name badges for permanent staff Networking with other VICs and Industry Membership of RTO Attendance at industry forums and functions Participation & contribution to Regional VIC Manager Meetings QICA Membership TOTAL BUDGET: 0 (Add this amount to the 'Expenditure' on the 'Operational Budget') For an electronic version of this template, please contact the VIC Secretariat at info@visitqueensland.com.au 7